Articles by Tito
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Tito Kang shared thisLoud leaders get applause. Quiet ones build empires. It is easy to mistake noise for momentum. I have watched this story play out across several brands I have advised. A founder rushes into meetings to save the day, patches an emergency in real time, and earns praise from the room. They look indispensable. When a leader gets hooked on the rush of rescuing the day, they quietly reward chaos. The room learns to wait for the hero. Because the breakdown underneath is never addressed, one crisis solved simply breeds two more tomorrow. The hero gets celebrated. The people get burned out. I have come to learn that leadership is about removing the need for heroism. Quiet leaders put their energy into fixing the breakdown so the scramble never happens again. They build the foundation underneath their people. Clear standards that protect people's energy. A rhythm people can lean on when pressure mounts. The brands that grow on purpose instead of by accident build foundations strong enough that nobody has to be saved. Love be with you. Lead on.
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Tito Kang shared thisHire great people and get out of the way. It sounds like wisdom. I've watched this story play out across several brands I've advised. A founder recruits sharp, experienced people. Gives them room. Steps back. But the talent is performing. They are just performing against different standards, because nobody built the foundation underneath them. Good people without a shared rhythm do not scale a company. They scale confusion. I have come to learn that getting out of the way is not leadership. Building the foundation and then getting out of the way is leadership. The order matters. People do not need you hovering. They need you to have done the work before you stepped back. Standards that protect their energy. A rhythm they can rely on. A foundation that tells them what good looks like before they have to guess. The companies that grow on purpose instead of by accident figured this out early. Love be with you. Lead on. [Photo: Morning Ruck. 25lbs. 30 min. Fall 2026]
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Tito Kang shared thisFeedback used to feel personal. Early in leadership, every comment felt like a verdict on my worth. Whenever someone pointed out a missed expectation or asked a tough question in a meeting, it was hard not to internalize it. My first reaction was defense: explain the context, justify the choice, and protect my competence. I heard the critique as an indictment of my character. So I treated every review like a trial where I had to prove my innocence. Defending yourself all day is exhausting. It burns your stamina. It turns every conversation into a courtroom. When the leader is busy guarding their standing, nobody is studying the work. High defense. Zero clarity. I have come to learn that feedback is diagnostic data. It reveals the system. The moment you separate your identity from the problem, you can finally see what is happening in front of you. A hard question is simply a signal asking for discernment. It shows where the standard slipped, where the handoff broke, and what needs care. You stop asking what the comment says about your competence. You start asking what the breakdown reveals about the foundation. Love be with you. Lead on.
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Tito Kang shared thisI built my reputation on execution. Get it done. Hold the standard. Deliver the number. For years that was enough, and the results confirmed it. Then I started sitting across from founders who executed beautifully and still felt stuck. Revenue climbed. The team delivered. And yet something felt off. The business was growing but the leader could not explain where it was heading or why. Execution without a strategic horizon is a treadmill. You move, you sweat, you stay in place. I have come to learn that execution is the floor, not the ceiling. The ceiling is the ability to lift your eyes from this quarter and ask what all of this is building toward. Not a vision statement on a wall. A real answer you can say out loud to your people. Most founders I work with do not lack discipline. They lack the permission to think further out than next month. Love be with you. Lead on. [ Photo: Leadership and Strategy workshop Facilitation - February 9, 2016 ]
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Tito Kang shared thisWhen did your team last argue about which problem you were solving, not which solution to pick? it's Free Fall Friday. Time To Fall and Reflect. For most of us, the honest answer is never. In food service, everyone aligns on the same problem. Not enough customers. That lens may be correct. It is rarely deep enough. Sometimes the customers did come anyway. They saw the line, and they left. Speed of service was the problem, and nobody in the room said it. I have seen it many times. Across 116 studies and 8,880 groups, the link between task conflict and team performance is minus .01. The debate we prize is not paying for itself. Arguing harder does not fix that. Neither does closing the question. I have come to learn that how well we argue matters less than what we argue against. Quibi raised 1.75 billion dollars, defined its problem with unusual precision, aligned everyone on it, and debated only execution. Roughly six months after launch it closed. Their own exit letter named one cause: "because the idea itself wasn't strong enough to justify a standalone streaming service." Paul Nutt tracked 356 organizational decisions. Half failed. Developing multiple alternatives lifted success from 56 to 70 percent. Fewer than one in five did it. So bring two definitions to your next meeting. Not enough customers coming in. Too many leaving before they order. Debate solutions against both. Alignment on the wrong problem is the most expensive agreement a team can reach. Which second definition has your team not been allowed to name? Love be with you. Lead on. #Leadership #DecisionMaking #ProblemFraming #ExecutiveTeams #LimitlessLeader
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Tito Kang shared thisFor years, my identity was entirely wrapped in the green apron. I was blessed to have a front-row seat as Starbucks grew from 600 stores to 24,000. When you pour your heart into scaling a mission, the lines between company and self quietly disappear. The brand's triumphs become your pride. Its crises become your burden. Then an organizational shift arrives, or you step outside the machine. The silence that follows is disorienting. Without the endless stream of meetings, the daily operational fires, and the weight of responsibility, you find yourself staring at an unfamiliar reflection. You ask the question leaders rarely say out loud: Who am I when the title is gone? That dislocation can feel like a loss of purpose, but it is actually a moment of profound revelation. I have come to learn that an organization is a platform for your contribution, never the container for your soul. While organizations inevitably restructure and roles change with the seasons, your capacity to build, to serve, and to develop human beings belongs entirely to you. When you separate your worth from your position on an org chart, you gain the freedom to lead with real grace. Love be with you. Lead on.
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Tito Kang shared thisOn the top shelf of my library sits a worn copy of Marcus Aurelius. One shelf down, the classics on strategy. I treasure those pages. But none of them answered the phone that rang at 5:30 one morning. I had just finished closing at 2 AM. By the time I got to bed it was 5:30, and the call came: the person opening that morning could not make it in. There was no one else on the list. So the leader showed up. I have since watched a version of this story play out across the companies I advise. An executive team retreats to an offsite, drafts an ambitious strategic plan, and celebrates the vision. Then Monday morning arrives. The front line receives the targets without context, without training, and without the support required to carry them out. The strategy quietly breaks down in the passage between the boardroom and the front line. I have come to learn that no strategic plan covers the moment the plan runs out of people. Strategy on paper is sterile until it is translated into the dignity and capability of the team showing up every morning. Philosophy clarifies direction. Leadership is the translation: turning strategic intent into daily standards that protect your people's energy, and answering the call when there is no one else to send. When you invest in your frontline leaders and trust their judgment, the entire company gains footing. Love be with you. Lead on.
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Tito Kang shared thisIt is easy to stand on one side of a Rola Bola. The hard part is the balance. Plant your weight fully on the left of the board and you feel stable. Plant it fully on the right and you feel just as stable. Opinions work the same way. Holding one position is easy. The board touches the ground, the argument feels solid, and nothing wobbles. The complexity begins the moment you commit to the middle. Finding balance on a rolling cylinder demands something most of us avoid: staying present to the pull of both sides at once. Leadership asks the same of us. When two camps in the room each hold a full position, the easy move is to pick a side and plant. The wise move is to listen, empathetically and completely, to both, then move the team forward with balance. I have come to learn that empathetic listening is the foundation of that skill. Not listening to reply. Listening to understand the weight each side carries. In the Big 5 of Strategy framework I practice with my clients, this is where strategy begins: Grasp the Present. Before you shape a direction or move a system, you must first make sense of what is actually in the room, every perspective included. Easy to say. Not so easy to do. The Limitless Leader trains for it anyway. So the next time your team splits left and right, resist the urge to plant. Step onto the middle of the board. Love be with you. Lead on.
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Tito Kang shared thisFree Fall Friday starts now. Give yourself permission to fall, and think. Growing up in Montreal, leadership in our home was never loud. It lived in the quiet balance between my Catholic father and my Buddhist mother. My father carried a steady discipline, grounded in devotion, responsibility, and an unwavering commitment to our family. My mother carried a deep, mindful presence, filling our home with patience, compassion, and gentle acceptance. Two belief systems under one roof. Total peace. In a world that treats difference as friction, my parents treated it as an occasion for reverence. Neither asked the other to compromise. They built a shared life anchored in mutual dignity. I have come to learn that the most enduring leadership does not come from having the loudest voice in the room. It comes from the capacity to hold tension with grace. I see it every week, sitting across from founders and their teams. People who view the work through entirely different lenses. The instinct under pressure is control: force the consensus before understanding has taken root. My parents showed me another way. Create the space for people to feel heard, valued, and understood first. When you honor the dignity of the person in front of you, harmony takes care of itself. The photo is from their wedding day, years before Montreal became home. So here is my question for your weekend: where in your leadership are you forcing agreement when you could be holding tension with grace? Dare To Share. Love 💗 be with you! Lead On! 🚀
Tito Kang commented on a post
12h
Félicitations Chantal!!! Bien mérité!!!
Excellent succès dans cette nouvelle aventure!!! 👏👏👏
Tito Kang commented on a post
5d
Congratulations Anita 👏👏👏
Walmart has gained a fantastic teammate!
Best of success on this new adventure! 🙌🙌🙌
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Tito Kang liked thisAn exciting chapter ahead! I’ve spent much of my career responsible for the same issues business owners deal with every day, including people, costs, operations and growth, which gives me a practical perspective on what employers need from an reliable service partner. Engage PEO combines experienced HR support with a high-touch service model, and I’m excited to bring that value to more businesses and referral partners across Massachusetts and the Northeast!Tito Kang liked thisEngage PEO has added Sherif Tadros as Vice President of Sales in Massachusetts, expanding our presence across New England. Working with insurance brokers, business advisers, and employers across Massachusetts and the Northeast, Sherif will support Engage’s continued growth and development of relationships throughout the region. With more than 25 years of experience in business leadership, sales, consulting, and PEO, Sherif most recently led market development for a national PEO and business services provider in Boston. Welcome to Engage, Sherif! Read the full announcement here: https://lnkd.in/gTMDQEpd
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Tito Kang liked thisTito Kang liked thisCap sur l’avenir! Nous sommes heureux de souligner l’entrée en fonction de notre sixième présidente et cheffe de la direction, Susan Reisbord. Guidés par son leadership, nous continuerons de bâtir sur nos forces, de faire progresser nos ambitions stratégiques et d’accompagner nos clients dans la résolution de leurs défis les plus complexes.
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Tito Kang reacted on thisTito Kang reacted on thisJe suis heureuse de partager que j'occupe maintenant le poste de Directrice, gestion des catégories et approvisionnement chez MTY Group. Je suis reconnaissante de la confiance qui m'est accordée et heureuse de poursuivre mon parcours avec ces nouvelles responsabilités. Au plaisir de continuer à collaborer avec nos équipes et partenaires dans les projets à venir.
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Tito Kang liked thisTito Kang liked thisAlways good to be home. #LetsGoOilers — C’est toujours bon d’être de retour chez soi. #LetsGoOilers
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Tito Kang reacted on thisTito Kang reacted on thisA robot in China can now wake you up, cook your breakfast, and clean your house. I think that is genuinely incredible. But folding laundry and replacing a hip are two very different jobs. Chinese robotics companies have started testing home robots in real homes. Two arms. Cameras. LiDAR. They fry eggs, load the washing machine, make the bed, and wipe down the counters. As an engineer, I love this. Machines taking the repetitive work off our plates is exactly what technology should do. It gives people back time. But here's where the headlines start to get ahead of themselves. A kitchen is predictable. The eggs are in the same place every morning. If the robot burns one, you crack another. The human body is not predictable. No two hips are the same. No two knees fail the same way. When I open a joint, I'm not following a script. I'm reading bone quality, soft tissue, bleeding, and anatomy that doesn't match the imaging. And Im adjusting in real time, based on 21 years and more than 10,000 procedures. In surgery, there is no "crack another egg" I use robotics in my OR. They make me more precise. But the robot doesn't decide. The surgeon does. And patients know the difference. According to Pew Research, 59% of Americans say they would NOT want AI-driven robots used in their own surgery. So here's how I see it: 1. Let machines take the chores. Automate what's repetitive. Protect human time and energy for the work that needs judgment. 2. Treat tools as tools. Robotics should extend what the surgeon can do, not replace the one making the call. 3. Ask who is accountable. Before any procedure, ask your surgeon: who is making the decisions in that room? The answer should always be a person. Technology will keep getting smarter. I'm all for it. But there will always be a need for a real surgeon at the table. Would you let a robot cook your dinner? Would you let one operate on you without a surgeon in the room? Two different questions... two different outcomes. DID YOU KNOW... I have a podcast called Unhinged with Dr. Michael Meneghini? Join me on YouTube here: https://lnkd.in/gBvhFX_9 ♻️ Repost to help your network grow 🔔 Follow Dr. Michael Meneghini for more 📽️ Video credit: startupg.in
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Tito Kang liked thisTito Kang liked thisThe Best Stadiums Are Becoming Operating Systems. For decades, a stadium had one primary job: Host the game. Now the smartest venues are being engineered to do far more. The Santiago Bernabéu is a great example. Its retractable pitch system allows the playing surface to be protected while the venue transforms for concerts, entertainment, and other major events. That is not just impressive engineering. That is asset utilization. Infrastructure becoming more intelligent. Real estate becoming more productive. Technology turning downtime into opportunity. We talk constantly about AI, automation, and digital transformation. But the bigger leadership lesson is augmentation. How do we use technology to make an existing asset more capable? More adaptable? More valuable? More useful to the people it serves? That question applies far beyond sports. Manufacturing. Construction. Healthcare. Logistics. Real estate. Entertainment. The companies that understand their purpose will not adopt technology simply because it is new. They will use it to advance the human experience while improving performance, efficiency, and commercial value. That is where innovation becomes strategy. The future is not always about building something completely new. Sometimes it is about making what you already have capable of doing exponentially more. #Leadership #Innovation #SportsBusiness
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Tito Kang liked thisTres belle nouvelle chez Cycle Capital, Bienvenue Rémi /Wonderful News at Cycle Capital, Welcome RemiTito Kang liked thisCycle Capital est heureuse d'annoncer l'arrivée de Remi Fournier à titre d'associé directeur ainsi qu'en tant qu'investisseur au capital. Rémi est un investisseur chevronné et un entrepreneur en série ayant réalisé des sorties fructueuses dans les secteurs des télécommunications, de la publicité numérique, de l’informatique et du logiciel. En tant que cofondateur de Fibrenoire, il a contribué à bâtir le plus important réseau de fibre optique de l'Est du Canada et l'a mené, au fil d'une croissance rapide, jusqu'à une sortie réussie. À titre de CRO dans la plupart de ses entreprises, il a façonné les stratégies de vente, la structure organisationnelle, la commercialisation des produits et la croissance par fusions et acquisitions. Au cours de sa carrière d'investisseur, il a conclu plus d’une quarantaine de transactions et siège aux conseils d'administration de plusieurs entreprises technologiques à forte croissance. Plus récemment, il était associé chez BDC Capital, investissant pour le compte des fonds D’Avenir Durable et Technologies pour le climat, qui représentent au total plus d'un demi-milliard de dollars sous gestion. En 2013, il a fondé Pinacle Road Capital, investissant son capital familial directement dans des entreprises en démarrage ainsi que, à titre de commanditaire, dans des fonds de capital de risque et de capital-investissement. Il est également entrepreneur en résidence chez Cycle Momentum depuis 2022. Joignez-vous à nous pour souhaiter la bienvenue à Rémi dans l’équipe de Cycle Capital ! https://lnkd.in/duV645gH --- Cycle Capital is pleased to announce the arrival of Remi Fournier as Managing Partner and as a capital investor. Rémi is a seasoned investor and serial entrepreneur with successful exits across telecommunications, digital advertising, cloud computing, and software. As co-founder of Fibrenoire, he helped build the largest fibre network in Eastern Canada and led it through rapid growth to a successful exit. As Chief Revenue Officer in most of his ventures, he shaped sales strategy, organizational design, product commercialization, and M&A-driven growth. Over his investing career, he has closed more than forty investment transactions and serves on the boards of several high-growth technology companies. Most recently, he was a Partner at BDC Capital, investing on behalf of the Sustainability Venture Fund and the Climate Tech Fund, which together represent over half a billion dollars in capital. In 2013, he founded Pinacle Road Capital, deploying family capital directly into early-stage ventures and, as a Limited Partner, into venture capital and private equity funds. He is also an Entrepreneur in Residence at Cycle Momentum since 2022. Please join us in welcoming Rémi to the Cycle Capital team! https://lnkd.in/dmYexVtP
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Tito Kang reacted on thisTito Kang reacted on thisOne of the hardest careers to walk away from is the one you’re good at. Most of us have been there. Ive been there. When someone is struggling at work, changing direction can make sense pretty quickly. But when they’re succeeding, it gets much more complicated. I built my career in academia, where professional identity can become deeply intertwined with the work. And I’ve worked with a lot of really, really unhappy academics who were also very good at what they did. They had spent years developing expertise and becoming known for their work. The problem is that being good at your work doesn’t automatically mean the work is still right for you. And in an environment where leaving can feel almost unthinkable, that can be really rough. Someone can be highly capable and still feel increasingly disconnected from the career they’ve built. Success can make that harder to acknowledge because changing direction can feel like walking away from years of effort and from an identity they have spent years developing. Career professionals can help clients look at the situation differently. A career change doesn’t require pretending the last ten or twenty years were a mistake. In fact, much of what someone has built travels with them. The more useful conversation is about what they want to carry forward and what they no longer want to keep building around. Past success deserves to be acknowledged. It just doesn’t have to decide what comes next.
Licenses & Certifications
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Certified Training Partner
StephenK Leadership
Issued -
John Maxwell Team Coach, Speaker and Trainer
The John Maxwell Company
Issued -
The Big 5 of Strategy First 100 Certified Coach
Strategy.Inc
Issued ExpiresCredential ID 2025-80XTx42zc
Volunteer Experience
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Co-Founder and Co-President
Fondation du Centre Communautaire des Cambodgiens de Montréal
- 2 years
Economic Empowerment
In our first 2 years we raised over $50K towards our goal to open the first Cambodian Community Centre in Montreal.
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Mentor
Fondation du Centre Communautaire des Cambodgiens de Montréal
- Present 8 years 7 months
Economic Empowerment
Serving on Advisory Board.
Membre du conseil des sages.
Publications
Honors & Awards
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Partner Of The Year
Starbucks Coffee Canada
Awarded for top performance and leadership.
Languages
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English
Native or bilingual proficiency
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French
Native or bilingual proficiency
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Cambodian
Elementary proficiency
Recommendations received
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Canterbury Coffee
8 in 10 coffee servings now include sugar, syrup, or milk, making personalization a baseline expectation. Canadian consumers are moving beyond the classics, seeking bold, indulgent flavours that deliver both comfort and novelty. This presents a strategic opportunity for operators to innovate without adding operational complexity. Visually appealing drinks can drive engagement and social traction, but busy service hours often make execution challenging. We recommend pumpable syrups and sauces for consistent flavour and reduced prep time, along with shelf-stable ingredients from trusted suppliers to minimize waste. Learn more about streamlining beverage innovation in our latest blog https://bit.ly/48kncCV #CanterburyCoffee #Foodservice #CafeOperations #MenuInnovation #Efficiency #SeasonalTrends #CanadianBusiness
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